I think the times when I was most convincing and persuasive is not when I focused on convincing the team or the stakeholder, but when I made sure that they have all the knowledge and are aware of the context.
Most of the time asking the right questions and providing all the insights you have wins the decision for you. It does for me at least.
I generally am for productive conflict situations. Interesting things come out of debates where people also put passion into what they are standing for.
What is also interesting is that by challenging the team in these debates you indirectly transfer part of your way of seeing the problem.
The more your team is exposed to this, the more familiar your colleagues are with how you approach the problem, what questions do you usually ask, what concerns do you usually have and so on.
In a way, the more you expose your thinking to your team, the more redundant you become.
It is always a challenge to find the right essential minimum mix for an MVP. It is always a different problem, with different context, timing, user expectations. Always a challenge but quite rewarding when getting it right.
Some shots below explain it better: Continue reading “MVP means focused, not half done”
As a product manager, you don’t have authority given. You earn it through actions and decisions and building relationships over time (among many other ways).
How you build those relationships is important long term, which is why i find this Picard tip useful.
You should be a coach, encouraging the team, working together with them to help in achieving their goals.
Via Picard Tips
If there is a problem that you are trying to solve, spend more time with it. Obsess with it.
Use conventional and unconventional. Use others, get fresh perspectives, think crazy, think risky, think dumb. Anything you need to get that answer.
Sometimes all that’s needed is more time and focus.